A big schism exists between what human resources professionals think they know about their workforce and what employees actually believe, according to a study.

Entitled, “Employee Attitudes and Engagement.” The 2012 study was conducted by the HR firm, Kenexa. (Kenexa was later acquired by IBM.)

Of course, these are startling results — how HR perceptions are off-target on a myriad of issues such as engagement, loyalty and retention. But I believe it’s not entirely the fault of HR professionals.

Senior management, middle management and employees have some work to do because it means such companies aren’t performing at their maximum potential.

Compensation – 53 percent of HR professionals believe the company gives a fair compensation, but only 30 percent of the workforce has the same opinion.

Employee engagement – 69 percent of companies think employees are engaged but only 34 percent of employees agree. Businesses typically measure employee attendance, development and productivity. Employees measure their engagement on their feelings as opposed to such employer data.

Employee recommendations – 81 percent of HR professions believe employees would recommend the company to others. But actually, only 38 percent employees would recruit their friends.

Retention – 83 percent of HR respondents think the employees will stay for another 12 months. However, only 41 percent of workers plan to stay. No wonder. If workers feel their benefits and compensation aren’t competitive, they won’t remain with the company if they can get another job.

… it’s not entirely the fault of HR professionals.

To improve such situations, there are five solutions:

1. Improved organization communication –without good communication within the company, even the best-designed HR initiatives won’t work, and employee retention will worsen.

2. Management training – managers need professional training – how to understand employees, they need to know which employees are most-likely to quit, how to deliver the messages of senior management, and how to communicate employee concerns.

3. Assertiveness, soft-skill training for employees – Employees need training in assertive teamwork and communication skills. A good employee knows how to communicate with bosses and peers.

4. Marketing-skill training for HR professionals – HR pros would benefit in learning how to communicate their ideas and to market themselves to senior management (there are four keys to marketing ideas to CEOs).

If such measures are taken, the company’s culture will improve, relationships between HR and senior management will get better, and intra-company communication between HR and employees will progress to an acceptable level.

This culminates in higher company performance and profits. Otherwise, the chaos will continue.

From the Coach’s Corner, here are related resources:

18 Leadership Strategies to Profit from Employee Respect — Even though Wall Street gets ecstatic over productivity growth, merely slashing costs and jobs to create profit is not sustainable for profits. Investors mistakenly believe the earnings for such publicly held companies are good, but it will not last. Workers are realizing they’re not sharing in the wealth. Poor morale will cause profits to plummet, and consumer demand will continue to plunge.

How Not to Worry about Keeping Your Top Employees — Increasingly, employers are worried about filling open slots and retaining their best workers, according to a 2012 survey of 526 human resources professionals. Sixty-one percent indicate they’re concerned about retention. That’s the conclusion from the study, “Retention of Key Talent and the Role of Rewards.”

How to Get Results from Your HR Training Investment — Profits suffer because human-resources training is perennially a victim in economic downturns. Along with marketing and layoffs, training is one important area where a lot of companies mistakenly cut back. Employees should be treated as assets.

Chaos, panic, and disorder – my job is done here.

__________

Author Terry Corbell has written innumerable online business-enhancement articles, and is a business-performance consultant and profit professional. Click here to see his management services. For a complimentary chat about your business situation or to schedule him as a speaker, consultant or author, please contact Terry.

Issues have come to light for managers who want profits by achieving maximum teamwork and workplace cultures. A human resources study shows 40 percent of men and women don’t want to work on projects with the opposite gender.

A three-year global study of 60 big companies by Innovisor, a Copenhagen firm, published its data in 2012 involving 5,000 workers in collaboration and influence.

People tend to collaborate with people they have a sense of similarity with,” says Jeppe Hansgaard, the managing partner at Innovisor. “It’s human nature.”

Immediate supervisors weren’t included the study because they are most often men, and the majority of employees prefer not to work with their bosses.

The 60 companies were in 29 nations, which included the U.S., Australia, Brazil, China, India, and the U.K.

Mr. Hansgaard makes an obvious point for managers.

He says they “need to be aware of the barriers that exist within their own organizations.”

“We prefer to collaborate with people who look just like us,” he adds. “That’s a management issue, because you want your employees to collaborate with the right people, not just people who look like them.”

He believes such employee biases aren’t obvious – they’re not observed by managers.

Bosses often don’t assign teams. The collaboration is decided by employee biases.

It shows a lack of employee self-esteem and no leadership strategies for employee respect.

Such companies should better manage collaboration and encourage more inclusionary diversity.

As a result, employee confidence will increase for the enhancement of teamwork and overall business performance.

From the Coach’s Corner, here are more management tips:

20 Tell-Tale Signs – If You’re Under-Performing as a Manager — Managers can often struggle whether they’re new or experienced. Poor management, of course, leads to poor performance. As red flags, underperforming managers share one of two common traits with ineffective employees. Such managers aren’t fully aware of their shortcomings. Even if they are aware of deficiencies, they’re afraid to admit it.

Human Resources – Power Your Brand with Employee Empowerment — Are you investing in marketing, but not getting the anticipated return on your investment? If you’re disappointed by your ROI, remember marketing may or may not be the problem. Why? Consider there are two basic reasons for poor profits – again, that’s profits not revenue.

Human Resources: 4 Reasons Why New Managers Fail — Best practices guarantee success for new managers. Not to over-simplify, but there are often four reasons why new managers are unsuccessful – ineffective communication, failure to develop trusting relationships, weak results, and a failure to delegate.

Strategies to Succeed as a New Manager – a Checklist— Best practices guarantee success for new managers. Not to over-simplify, but there are often four reasons why new managers are unsuccessful – ineffective communication, failure to develop trusting relationships, weak results, and a failure to delegate.

“Skill and confidence are an unconquered army.”

-George Herbert

__________

Author Terry Corbell has written innumerable online business-enhancement articles, and is a business-performance consultant and profit professional. Click here to see his management services. For a complimentary chat about your business situation or to schedule him as a speaker, consultant or author, please contact Terry.